Contents

### **Preface XI**



Preface

hardt, the editor of this book.

seeks to fill in the existing gap.

This book presents works from scientists from different countries that gathers the scientific idea of research on organizational culture of recent years in order to expand the possibilities of applying organizational culture theory in different cultural contexts. Therefore, the pre‐ sentation of a brief retrospective review of research on organizational culture is followed by simulation, comparison of the influence of national cultures on organizational management, and finally by a detailed discussion of different challenges for management and leadership. In the introductory chapter of this book, the key questions are raised: How much underused potential does science have investigating organizational culture? Why will research on or‐ ganizational culture remain relevant? What is the extent of the scientific community's inter‐ est in the phenomenon of organizational culture? What thematic changes in the spectrum of research on organizational culture prevail? The readers will find considerations trying to find answers to the said questions in the introductory chapter prepared by Jolita Vvein‐

In the second chapter ("Model of Culture for Innovation"), Julia C. Naranjo-Valencia and Gregorio Calderon-Hernández offer a holistic innovative culture model that, in addition to addressing cultural traits and their determinants, as is done in other models, considers man‐ agement competencies and organizational capacities that are required to conform to cultural

In the third chapter ("The Role of National Cultures in Shaping the Corporate Management Cultures: A Three-Country Theoretical Analysis"), Mohammad Ayub Khan and Laurie Smith Law analyze the influence of national culture on organizational management cultures

In the fourth chapter ("Project Organizational Culture Framework in Construction Indus‐ try"), Luong Hai Nguyen and Tsunemi Watanabe draw attention to the fact that the organi‐ zational culture of the project in various studies was acknowledged as an important factor determining the success or failure of the project. However, research on the development of organizational culture models is mainly applied to general business conditions, while at the project level, they were not developed for construction organizations; therefore, the study

In the fifth chapter ("Organizational Culture as a Determinant of Construction Companies' Competitiveness: Case Study of Croatia"), Ivana Šandrk Nukić analyzes challenges of the competitive advantage and behavioral changes arising in the country in the transitional pe‐ riod, when the country became part of a united European market. The author also discusses

traits to achieve innovative behavior on the part of the organization's individuals.

by comparing Pakistani, Mexican and the USA national cultures.
